<![CDATA[This study examines the application of the Business Model Canvas (BMC) as a strategic analytical tool rather than merely a descriptive framework for home industry development. Focusing on the Rakik Maco Jas traditional food business in Nagari Padang Magek, West Sumatra, Indonesia, the research addresses a critical gap in MSME literature: how BMC’s nine elements interact dynamically to enable digital transformation and sustainable market expansion in locally embedded food enterprises. Using a qualitative field research design with triangulated data collection (observation, interviews, documentation), the study moves beyond conventional BMC mapping to diagnose structural bottlenecks, particularly between channels, value propositions, and key partnerships. Indings reveal that the primary constraint is not product quality or pricing but the absence of integrated digital channels, which weakens customer reach and revenue stability. The study contributed theoretically by reconceptualizing BMC as a flow-based diagnostic system, not a static checklist. Practically, it demonstrates that strategic priorities for traditional home industries should sequence: (1) channel digitalization, (2) partneship formalization, then (3) product innovation. The case of Rakik Maco Jas shows that cultural authenticity (e.g., traditional cocoa-leaf molding) becomes a competitive advantage when mediated through modern digital branding. These insights offer a replicable model for similar MSMEs and inform policymakers on targeted digital inclusion strategies.]]>
